L & D Strategy Oppiminen ja henkilöstön kehitys osana strategista suunnittelua Heli Aramo-Immonen,...
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Transcript of L & D Strategy Oppiminen ja henkilöstön kehitys osana strategista suunnittelua Heli Aramo-Immonen,...
L & D StrategyL & D StrategyL & D StrategyL & D StrategyOppiminen ja henkilöstön Oppiminen ja henkilöstön
kehityskehitysosana strategista suunnitteluaosana strategista suunnittelua
Heli Aramo-Immonen, JAKK 2006TTY, Pori 13.4.2006
Aineisto• http://www.blackwellpublishing.com/book.asp?ref=1405129816&site=1
• Learning and Development for Managers
• Perspectives from Research and Practice
• By: EUGENE SADLER-SMITH • (University of Surrey)• Blackwell Publishing, 2006
Kirjan sisältö• Enables students and managers of learning
and development (L&D) to understand the theory and practice of L&D in organizations.
• Explores the concept of learning from a variety of perspectives through the use of examples of research and practice from all over the world.
• Takes a broad view of learning as encompassing both explicit and implicit and individual and collective learning processes.
• Argues that the practice of L&D should be based upon a rigorous theoretical and empirical base.
Kirjan sisältö• Each chapter uses synopses of research
studies and case studies from businesses to illustrate the most important theories, concepts and models.
• Lists of key concepts, knowledge outcomes, 'perspectives from practice', 'perspectives from research', discussion points (for individual or class use), and concept checklists to benefit both students and teachers.
• Is illustrated throughout with diagrams, tables and 'L&D facts and figures'.
Sisällysluettelo• 1. Introduction to Organizational
Learning and Development2. The Strategic and Organizational Contexts of Learning and Development3. Individual Learning and Development4. Implicit Learning and Tacit Knowledge5. Collective Learning and Development6. Planning Learning and Development7. Management and Leadership Learning and Development8. Technology, Learning and Development9. Evaluating Learning and Development
Eugene Sadler-Smith• Eugene Sadler-Smith is Professor of Management
Development in the School of Management, University of Surrey. After a successful career in human resource development and training he became a university lecturer in 1994. He has a particular interest in managers' thinking and learning styles and is a member of the editorial advisory boards for The British Journal of Management, International Journal of Management Reviews, Human Resource Development International, and the Journal of European Industrial Training. He has published in the Academy of Management Executive, Journal of Organizational Behaviour and Organization Studies and in a wide range of other academic and practitioner journals.
L&D as a core competence
• L&D provides benefits to customers through enhanced knowledge skils and attitudes (KSA)
• Generic KSA are transferable and hence not product-specific
L&D as a core competence
• L&D provides an organization with a complex, company-specific, and hence competitively unique, resource (which is not an asset in the accounting sense).
L&D as a core competence
• L&D represents an opportunity or gateway to the future through the creation of new knowledge and a capability to create new knowledge.
L&D Core
Alignment with business strategy
Integration with HR Starategy,policies and practicies
EX
TER
NA
LIN
TER
NA
L
Reflection,inquiry andsharing underpinindividual andcollective learning.New knowledgeand new betterproducts and servicesmay be created
Sensitivity to changes in its operating environment.Capability to beAgile in response to any suchchanges
EXTERNAL influences• Deregulation of markets• Technological change• Regionalization and globalization• Demographic change• etc.
INTERNAL influnces• ”Downsizing” and flatter structures• Increased performance expectations• Employee involvment in quality
enhancement• Premium placed upon knowledge
work and knowledge workers• etc.
SHRMSHRMSHRMSHRM
Starateginen Starateginen henkilöstöjohtaminenhenkilöstöjohtaminen
Heli Aramo-Immonen, JAKK 2006TTY, Pori 13.4.2006
HRM• those activities that are concerned
with the management of the employment relationship between employees ant the organizations that use their skills.
SHRM• Design and emplementation of a
set of organizational HR policies and practicies.
• Ensure that HR in organization contribute to the achievement of business objectives of the company.
SHRM• HR knowledge and skills are
unique source of competitive advantage
• HR policies and practicies has positive effect upon performance
• non-imitability of HRM
Non-imitability of HRM• Social complexity• team working• empowerment• unique L&D strategy
Integrating HR to system
• external fit – HR strategy fits with the requirements of the business strategy
• internal fit – HR policies and activities (incl. L&D) fit together so that they form a coherent whole
HR system model –external fit
Performance
Busines Strategy
Recruitmentand selection
Planned Learning &
Developement
Performance appraisal
Rewardsand incentives
EnhancedKSAs
Identifiedlearningneeds
(KSA= Knowledge, Skills, Attitude)
Mieti miten vaikuttaa jos…
• Samanaikaisesti korostetaan tiimityön merkitystä ja palkitsemisjärjestelmä perustuu yksilösuorituksiin?
Mieti miten vaikuttaa jos…
• yrityksessä on kallis rekrytointijärjestelmä valintatesteineen, mutta perehdytys ja L&D puuttuvat?
Internal fit• HRM policies and practicies should
themselves be internally coherent– recruiting policies should be
completed by other practicies that minimize labour turnover
– Tem working should be rewarded collectively as well as individually
HPWS high-performance-working-
system
Complementary”bundles” of
HR/L&Dpracticies
Enhanced systemicresponse to individual
effort includingcollective learning
Enhanced individualand organizational
performance,increased
knowledge assets
Enhanced individualpotential and
discretionary effortincluding
engagement of L&D
Strategic LearningStrategic Learningand Developementand DevelopementStrategic LearningStrategic Learningand Developementand Developement
Käsitteistöä ja taustaaKäsitteistöä ja taustaa
Heli Aramo-Immonen, JAKK 2006TTY, Pori 13.4.2006
Employee developement
Startegies• Long term orientation• Go beyond an individual focus• Internationalization of
employee developement• Action learning• Learning organization• Management developement
The SECI process
SECI Knowledge conversion process-
socialisation
SECI Knowledge conversion process -
socialisation
SECI Knowledge conversion process -
socialisation
SECI Knowledge conversion process-
externalisation
SECI Knowledge conversion process -
combination
SECI Knowledge conversion process-
internalisation
SECI Knowledge conversion process -
internalisation
Expertice ?• How does it grow?
Experience
Explicit learning Implicit learning
Explicit knowledge Tacit knowledge
Intuition
Actions
Feedback
LEARNING
EXPERTICE
(Explicit learning, implicit learning and tacit knowledge p. 153)
Mieti…• Millaisissa oppimistilanteissa ja
kehitysprosesseissa toteutuu…• tacit to tacit – emphatising - sosialisation• tacit to explicit – articulating - externalisation• explicit to explicit – connecting - combination• explicit to tacit – embodying - internalisation
Training strategies• Appropriateness in relation to
objectives• Likelihood of transfer of learning to the
workplace• Resource availability• on-job-training• in-house training cources• external training cources• self-managed learning
L&D strategies• Learning theories• Collective learning• Planning learning• Refers to macro-level features of
organization• Supports the achievement of
overall business goals
Mikäpuuttuu ?
http://www.tekes.fi/julkaisut/Teknologia_ja_kilpailukyky.pdf
Mikä puuttuu ?
http://www.swotconsulting.fi/swot.html
Why do organizations need strategic L&D ???
Case: Meriteollisuus (30 min)
Organizations need strategic L&D…
• Global business environmet• Forces to change
– new technology– paradigm innovation
• Competition• Continious improvement• Internalization• Levels of uncertainty and ambiquity• Core competencies
Symptoms of lacking strategic L&D…
• Difficulties recruiting skilled employees• Need to develop a more adaptive and
flexiple skill base• Demand for management and
leadership at all levels in a organization (LEAN management, TQM)
Organizations need strategic L&D…
• Greater emphasis on performance management and evaluation
• Increased need for HR and succession planning
• Require an integrated and holistic solution
• Proactive rather than reactive approach
HPWS high-performance-working-
system
Complementary”bundles” of
HR/L&Dpracticies
Enhanced systemicresponse to individual
effort includingcollective learning
Enhanced individualand organizational
performance,increased
knowledge assets
Enhanced individualpotential and
discretionary effortincluding
engagement of L&D
What are the charasteristics What are the charasteristics of strategic L&D of strategic L&D
What are the charasteristics What are the charasteristics of strategic L&D of strategic L&D
And what it is not… And what it is not…
Heli Aramo-Immonen, JAKK 2006TTY, Pori 13.4.2006
Lack of strategic focus• Numerous unconnected and
fragmented L&D initiatives• Tactical and operational perspective• Duplication• fad and fashions• Reactive• Lacking long term focus
Outcomes of lacking strategic focus
• Wasted efforts• Poor use of efforts• Defensiveness• Convergent and myopic thinking• Stifling of creativity and innovation
Features of strategic L&D
• Coherent and holistic• Corporate wide• Promotes collective learning
through internal integration of activities
• Aligned with strategy• Involves stakeholders
Stakeholders…
Stakeholders…• Senior managers• Line managers• Learners• L&D specialists• External educational institutes• Customers…
Features of strategic L&D
• 1) Active commitment to and shared ownership of learning from managers and other employees
• 2) Vertical alignment with strategy and horizontal integration of learning-related and other activities (incl. HRM and L&D)
Features of strategic L&D
• 3) Openness of communication channels within and beyond the organization
• 4) Supportive culture and climate that enables learning, creativity and innovation
Features of strategic L&D
• 5) Systemic and systematic planning processes that take account of the integration of L&D practices with the organizational mission.
• 6) Focused and prioritized L&D practicies that support the strategic intent of the business and that will add value.
Features of strategic L&D
• 7) Proactive L&D functional stance that is open to evaluation and self reflection and continous improvement.
Learning and Developement Learning and Developement as a systematic processas a systematic process
Learning and Developement Learning and Developement as a systematic processas a systematic process
Systematic approachSystematic approach
Heli Aramo-Immonen, JAKK 2006TTY, Pori 13.4.2006
Simple generic systematic approach to
problem solvingIdentify
Implement Design
AnalyseEvaluate
1) needs identification
2) needs analysis
3) Learning design
4) L&D implementation
5) Validation of L&D solution,outputs, impacts, benefits
Identify
Implement Design
AnalyseEvaluate
Needs assesment
Statement ofneeds
Statement ofoutcomes
L&D plan
Formativeevaluation
Verification of needsidentification & overallsummative evaluation
Verification of design choices
Verification of analysis
A more complex generig systematic approach to L&D
Generic system model
Inputs Process Outputs
A generic L&D system model
Internal inputs
External inputs
Learning anddevelopementprocesses at
individual andcollective
levels
Individualoutputs
Collectiveoutputs
Organizationaloutputs
A generic L&D system model
Internal inputs
External inputs
Learning anddevelopementprocesses at
individual andcollective
levels
Individualoutputs
Collectiveoutputs
Organizationaloutputs
Internal inputs• Recruiment• performance gaps• new prochedures and technology• L&D policy• L&D needs• HR planning• organizational change• internal recources
A generic L&D system model
Internal inputs
External inputs
Learning anddevelopementprocesses at
individual andcollective
levels
Individualoutputs
Collectiveoutputs
Organizationaloutputs
External inputs
• Social, technological, economic and political, environmental factors (PEST)
• external resources• governement policy• perceived value of L&D• industry norms…• competition
A generic L&D system model
Internal inputs
External inputs
Learning anddevelopementprocesses at
individual andcollective
levels
Individualoutputs
Collectiveoutputs
Organizationaloutputs
Individual outputs
• KSA• qulifications• mobility and promotion• motivation and satisfaction• personal growth
A generic L&D system model
Internal inputs
External inputs
Learning anddevelopementprocesses at
individual andcollective
levels
Individualoutputs
Collectiveoutputs
Organizationaloutputs
Collective outputs
• Shared mental models• knowledge assets• sozialisation and participation• shared vision• common practicies
A generic L&D system model
Internal inputs
External inputs
Learning anddevelopementprocesses at
individual andcollective
levels
Individualoutputs
Collectiveoutputs
Organizationaloutputs
Organizational outputs
• Skills base• performance• retention• commitment• intellectual capital
Internal inputs
External inputs
Analysis ofL&D needs Individual
outputs
Collectiveoutputs
Organizationaloutputs
Designof L&D
IdentifyL&D needs
Statement of need
Statement of outcomes
L&D plan
Implementationof L&D
Evaluationof outcomes
An integration of L&D inputs, process and outputs
Auditing strategic L&D
Case: Testaa organisaatiosi L&D strategia (15 min)
L&D RolesL&D RolesL&D RolesL&D Roles
… … responsibilitiesresponsibilities
Heli Aramo-Immonen, JAKK 2006TTY, Pori 13.4.2006
Polarization
Maintenance
Change
Traditional Interventionist
CaretakerProvides training to maintain
smooth running of organization.
Adopts traditional educationalpracticies. Responds to
requirements for training. Passive and reactive.
EducatorSees need for training to
changesystems and prosedures.
Adoptstraditional educational
approaches. Anticipates theneed for change.
InnovatorSees need for training to change
systems and prosedures. Attempsto understand real needs and causes.
Persuasive, problem solver and catalyst for change.
Active and Proactive.
EvangelistConcerned with training to maintain present system andprocedures. Adopts learner-centered (not, educational)approches. Facilitator of learningrather than subject expert.
Change dimension
Role in transition
Changeagent
Passiveprovider
Caretaker Innovator
Katso artikkeli: Victor J. FriedmanTHE INDIVIDUAL AS AGENT OF ORGANIZATIONAL LEARNING - YKSILÖ ORGANISATORISEN OPPIMISEN ALKUUNPANIJANACalifornia Management Review, Vol. 44, No. 2, Winter 2002
Lopuksi …Lopuksi …Lopuksi …Lopuksi …
Mitä tulee tenttiin…• Luennolla esitetty kalvosarja
(kopiot)• Luennolla tehdyt harjoitukset
toimivat tentissä esimerkkeinä (läsnäolo)
• Netissä oleva pdf. jossa esitetään perustermit (netti)
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